A client’s order management process was cumbersome and customer service was poor.	SGC process flowed the order to delivery process and identified changes to the product offering and pricing and the order to delivery process.  We provided new tools to assist in the transition.	Revenue doubled while order management cost stayed almost flat.
Company’s costs were too high	SGC analyzed the business and through strategic sourcing reduced the supply base, decreased demand, sold inventory to supplier and used consigned matched sets of products.	Improved on time delivery by 13%, and quality by 19%, reduced price 27%, improved cash management.
Disciplines were lacking, organization was not aligned to the business, employees were not self-managed, there was a lack of trust and teamwork in day-to-day operations.	Redesigned business processes and established accountability guidelines to bring discipline, spent time with employees to encourage self-management, and an environment of trust and teamwork.	Strategy was followed more closely and attendance and productivity was improved
PTT: A technology company was burning cash at an unsustainable rate – lacking revenues to deliver sufficient cash flow.	SGC Partners advised the company management to review the addressable market and the product solution required to meet the market need. New cost structure was advised, reducing the spend on R&D and S&M – by focusing the addressable market and the associated portfolio breadth. A new business plan was developed and implemented with the revised cost structure and target market	Company was able to grow their revenues, fund new programs and projects with cash-flow and not borrow additional money for continued operations.
EMB VIDEO: An digital-age services company, with more than 100 employees, operating with borrowed and PE money, could not get market to buy new services that were developed at a large development and operational expense.	A new portfolio approach was recommended with a strict compliance to the Business Decision Milestone (BDM) process. The company was actively advised on redesigning the available product to closely meet the changing market need. The event-driven evaluation model was followed to enable scale of repeatable operations	Reduced the portfolio complexity by 30% allowing reduction in cost to acquire specialized skill set. Increased the Time to Market for Operationalizing the Service offer by 25% - increasing the revenue intake.
A client was approaching retirement age and wanted to sell his company at the most profitable level. The company manufactured coin-operated game tables,  B2B sales only.	We created a marketing communications program including advertising, public relations, product literature and special events to heighten his industry visibility.	Six months after campaign inception, the company received an acquisition offer, which consummated six months later.
A client’s DIY product line was languishing in a rapidly increasing plumbing product marketplace.	Our recovery program included new packaging, POS displays, a consumer rebate program, trade promotions, distribution development, advertising and public relations.	Within two years, the company had a market share of 25% in faucets and 45% share in polybutylene segments.